The Presidency of the United States is the Highest Office in the Land and with a new administration poised to begin in January, we’re going to take a look back at presidents past—and the current president-elect—for some best practices on how leaders can be effective communicators.
Be Calm. In January 1986 the nation watched, horrified, as the Challenger shuttle exploded upon liftoff. Then-President Ronald Reagan reflected calm as he recognized the enormity of the tragedy in his address to the nation: “We mourn their loss as a nation, together.” He praised the lost astronauts as heroes, as pioneers, and perhaps most notably, shared his continued confidence in the space program with the public. He showed that one tragedy, as awful as it was, did not warrant a panic. “We don’t hide our space program,” he said. “We don’t keep secrets and cover things up. We do it all up front and in public. That’s the way freedom is, and we wouldn’t change it for a minute.”
Be Transparent. On December 8, 1941, Franklin Delano Roosevelt delivered a radio address to the nation about the attack on Pearl Harbor in Hawaii. At that point, there was still much that was unknown about the attack, and there was much that was unknown about what the future would hold. Roosevelt made no assumptions about any of this. In his address, he stated the facts, stated what actions would be taken, and most importantly, reassured the American public: “There is no blinking at the fact that our people, our territory, and our interests are in grave danger. With confidence in our armed forces, with the unbounding determination of our people, we will gain the inevitable triumph—so help us God.”
Be Truthful. When Lyndon Johnson sought to pass the Voting Rights Law of 1965, he boldly acknowledged the problem of voter suppression in Black communities. He didn’t sugar-coat it either; he noted in an address to Congress that the only true way to overcome these suppressive efforts was “to show a white skin,” and added “no law that we now have on the books—and I have helped to put three of them there—can ensure the right to vote when local officials are determined to deny it.” Johnson knew that the only way to solve a problem was to address it head on—honestly, without any pretense of ignorance.
Be Prepared. The moon landing on July 20, 1969 was one of humanity’s most enduring moments. But for all of the fanfare and celebration, with so many unknowns and such new technology for the time, it could have just as easily turned into a national tragedy. So much so that Richard Nixon prepared a speech in case of that outcome, and it has become one of the most famous speeches never given. Nixon’s other activities notwithstanding, in this instance he understood the need to be prepared for any eventuality.
Be Actionable. President-elect Joe Biden has immediately begun work on a COVID-19 Response Plan. In an address on Nov. 9, Biden clearly laid out a plan of action that will take effect as soon as he takes office, which includes a national mask mandate, national testing and an increase in personal protective equipment. What’s more, he clearly illustrated how the public can take part in fighting the disease: “now we’re called to do the same thing that generations of proud Americans have done when faced with a crisis throughout our history: rise above our differences to defend the strength and the vitality of our nation. You know, that’s the character of patriots. That’s the character of Americans.”
Be Humble. Harry Truman famously had a plaque on the Resolute Desk which read, “The Buck Stops Here,” and he often referenced that motto in his public remarks. In his farewell address in January 1953, he said: “The President—whoever he is—has to decide. He can’t pass the buck to anybody. No one else can do the deciding for him. That’s his job.” This should be the mindset of all good leaders; they forego the urge to point fingers or lay blame elsewhere and take responsibility for issues that happen on their watch, and work to ensure whatever happened doesn’t happen again.
Be Human. In the wake of 9/11, the entire nation was in pain—including George W. Bush. As he addressed the nation on the evening of the attacks, his tone was measured, but at times strained, signaling that even he was struggling with the enormity of the day’s events. He did not reflect a sense of panic or uncertainty, but he did allow the American public to see how upset he was by the unprecedented nature of the attacks. In a similar vein, Barack Obama also showed his frustration in the wake of the Sandy Hook shootings, wiping tears from his eyes as he addressed the nation.
This is perhaps the most important aspect of how a leader communicates: showing their humanity. Meeting people where they are in a time of great suffering can help break through the noise and allow your message to connect with them in a more meaningful way. For more on this, see our recent webinar on “Trauma-Informed Communications.”